Women at work and the glass ceiling discusses barriers women face in advancing their careers. It defines key terms like glass ceiling and glass cliff. It examines reasons for increasing gender diversity in leadership and strategies women can take such as finding mentors and sponsors. Leaders are encouraged to provide developmental opportunities for women and recognize different leadership styles. While quotas aim to counteract discrimination, they may be seen as another form of inequality. Overall, organizations should assess themselves, support diversity, and implement programs to empower women and make them happier at work.

1. Women at work and the glass ceiling by Toronto Training and HR June 2011

2. Contents 3-4 Introduction to Toronto Training and HR 5-6 Definitions 7-8 Reasons for having greater gender diversity on boards 9-10 Off-ramps and on-ramps 11-12 Level of first position 13-23 Four stages of contribution 24-28 Rising to the top 29-35 Quotas 36-41 What should organizations do? 42-43 Drill 44-49 Case studies 50-51 Conclusion and questions Page 2

3. Page 3 Introduction

6. Improving employee engagement & morale

8. Page 6 Definitions Glass ceiling Glass cliff

9. Page 7 Reasons for having greater gender diversity on boards

10. Page 8 Reasons for having greater gender diversity on boards The talent pool Understanding customers Tackling group-think Family-friendly labour market Women’s rights

11. Page 9 Off-ramps and on-ramps

12. Page 40 CEO/senior position Mid-manager or equivalent on professional/technical track First-level manager or equivalent on professional/technical track Entry-level or individual contributor

13. Page 11 Level of first position

14. Page 12 Level of first position CEO/senior position Mid-manager or equivalent on professional/technical track First-level manager or equivalent on professional/technical track Entry-level or individual contributor

15. Page 13 Four stages of contribution

16. Page 14 Four stages of contribution 1 of 10 STAGE 1. Contributing dependently STAGE 2. Contributing independently STAGE 3. Contributing through others STAGE 4. Contributing strategically

17. Page 15 Four stages of contribution 2 of 10 DIFFERENCES BETWEEN STAGE 3 AND STAGE 4 Transition area Stage 3 focus Stage 4 focus

18. Page 16 Four stages of contribution 3 of 10 POWER-TO EARN AND MAINTAIN THE ABILITY TO EXERCISE Take strong positions on critical issues. Fight for key resources, programs, or people. Form alliances to gain support. Accept dependence on trust and support of others.

19. Page 17 Four stages of contribution 4 of 10 CRITICAL BEHAVIOURS OF STAGE 4 CONTRIBUTION Ability to articulate a clear vision and develop a strategy to implement the vision. Ability to anticipate long-term opportunities and threats and mobilize the organization to respond. Ability to recognize trade-offs and to make and defend tough decisions.

20. Page 18 Four stages of contribution 5 of 10 CRITICAL BEHAVIOURS OF STAGE 4 CONTRIBUTION Ability to gain visibility for objectives, actions, and results. Achievement of business results (at P&L level). Demonstrated holistic understanding of organization, industry, and markets. Ability to recognize and leverage sources of power and influence appropriately.

21. Page 19 Four stages of contribution 6 of 10 DEVELOPING STAGE 4 COMPETENCE Becoming recognized as competent in Stage 4 may be the biggest challenge. Women need to acknowledge and promote their accomplishments. Anyone seeking to develop themselves in an organization must push themselves, but this is especially true for those seeking to be recognized Stage 4 contributors. Women need to find good coaches who model the Stage 4 characteristics they wish to develop—and these coaches do not need to be women.

22. Page 20 Four stages of contribution 7 of 10 DEVELOPING STAGE 4 COMPETENCE Women fortunate enough to have a mentor and/or sponsor relationship should make the most of these relationships. Seeking feedback from trusted and valued people is also of utmost importance, as is accepting and acknowledging the other person’s point of view. An organization’s affinity or resource group can help women practice developing Stage 4 skills and build influence within these groups.

23. Page 21 Four stages of contribution 8 of 10 WHAT CAN LEADERS DO TO HELP WOMEN ACHIEVE RECOGNIZED STAGE 4 COMPETENCE Senior leaders can be intentional about the types of assignments and developmental opportunities that women are provided to help ensure women are stretching in new and different ways. Being open and accepting different ways to accomplish work will help senior leaders recognize that gender can play a role in how information is processed, how work is accomplished, and how results are achieved. Senior leaders need to focus on the outcome or deliverables.

24. Page 22 Four stages of contribution 9 of 10 WHAT CAN LEADERS DO TO HELP WOMEN ACHIEVE RECOGNIZED STAGE 4 COMPETENCE Senior leaders can be intentional about the types of assignments and developmental opportunities that women are provided to help ensure women are stretching in new and different ways. Being open and accepting different ways to accomplish work will help senior leaders recognize that gender can play a role in how information is processed, how work is accomplished, and how results are achieved.

25. Page 23 Four stages of contribution 10 of 10 WHAT CAN LEADERS DO TO HELP WOMEN ACHIEVE RECOGNIZED STAGE 4 COMPETENCE As a senior leader, ask yourself how you are “positioning” your team members. Seeking feedback on the culture that is being perpetuated at senior levels will help senior leaders to know if barriers (some more obvious than others) exist that make it difficult for women to build relationships, gain visibility, and gain credibility at senior levels.

26. Page 24 Rising to the top

27. Page 25 Rising to the top 1 of 4 KEY SKILLS Decisiveness Assertive communication Political and organization savvy Inspire performance Work-life balance

28. Page 26 Rising to the top 2 of 4 BUILDING A GOOD RELATIONSHIP With the CEO With your peers With your direct reports With customers and clients With analysts and shareholders With the board

29. Page 27 Rising to the top 3 of 4 WHY CEO SUCCESSION CANDIDATES DON’T GET THE JOB The potential successor and the CEO miscommunicate The CEO and the board miscommunicate The CEO decides to stay put The board falls in love with an outsider A board member takes the job Company performance tanks

30. Page 28 Rising to the top 4 of 4 LEARNING FROM OTHER NATIONS

31. Page 29 Quotas

32. Page 30 Quotas 1 of 6 ADVANTAGES OF THEM EXISTING Quotas would be a way of counteracting the gender discrimination women face in the workplace such as penalties for motherhood and inferior pay for same / similar work. It would be some way of getting suitable women in the top positions.

33. Page 31 Quotas 2 of 6 DISADVANTAGES OF THEM EXISTING But, if you try to label this, it is simply another form of discrimination. It is not putting the best person in the job. It is inequality.

34. Page 322 Quotas 3 of 6 ADVANTAGES FOR WOMEN Considering that the usual barriers to promotion are gone, women would be encouraged to better themselves in order to achieve the top positions.

35. Page 33 Quotas 4 of 6 DISADVANTAGES FOR WOMEN Being ‘gifted’ such positions might well lead to negative feelings from male colleagues who have not been given a chance. The women themselves could hardly feel great at being in a position they have not got through merit.

36. Page 34 Quotas 5 of 6 ADVANTAGES FOR ORGANIZATIONS Quotas would lead to fewer positions on boards for men, which would lead to them becoming more competitive, leading to higher standards and output of performance. Women have different skill sets to men, being better at selecting varied approaches to tasks and having superior communication skills, and being more circumspect in difficult times-this would lead to more balanced and effective boards.

37. Page 35 Quotas 6 of 6 DISADVANTAGES FOR ORGANIZATIONS Women will wonder if they have been promoted for their gender, not their ability. Men may start to under-perform as they feel they are unlikely to be promoted in place of a woman. Companies should simply be free to promote the best people of either gender-surely that’s what companies now do, they want the best.

38. Page 36 What should organizations do?

39. Page 37 What should organizations do? 1 of 5 ACTIONS TO TAKE Conduct a self-assessment Increase disclosure of corporate diversity practices Support public policy and community efforts

40. Page 38 What should organizations do? 2 of 5 REMOVE NEGATIVE STEREOTYPES WHEN COMPARING WOMEN TO MEN Work-life balance Person-organization fit Person-job fit Nomination for promotion In-role performance Caring responsibilities

41. Page 39 What should organizations do? 3 of 5 GENERATE FEMALE EMPOWERMENT Accelerate women’s leadership within the organization Bring more women-owned concerns into the supply chain Stay committed to sustainability initiatives

42. Page 40 What should organizations do? 4 of 5 MAKE WOMEN HAPPIER AT WORK Offer flexible schedules Partner with your Employee Assistance Program Provide or enhance work-life programs Provide concierge perks Conduct training and seminars Provide access to online support groups Offer mentorship programs Enhance time off policies Offer wellness programs

43. Page 41 What should organizations do? 5 of 5 INTERVENTIONS Non-tokenistic affirmative action policies Active mentoring programs Group-based consciousness-raising

44. Page 42 Drill

45. Page 43 Drill

46. Page 44 Case study A

47. Page 45 Case study A

48. Page 46 Case study B

49. Page 47 Case study B

50. Page 48 Case study C

51. Page 49 Case study A

52. Page 50 Conclusion & Questions

53. Page 51 Conclusion Summary Questions